Leadership in Hospitality: How Dietmar Platz Built His Career from Executive Chef to General Manager

In the hospitality industry, your first important role, either as an Executive Chef or Director of Food and Beverage is not always the culmination of your career. If embodied with a gift of genuine service for others and an already established leadership mindset, that important role becomes an opportunity for a much more important role, like Director of Operations or General Manager, which comes with the responsibility to inspire your team into becoming effective associates, potential leaders, strategic directors of major events, and exceptional guest relations officers like yourself for the overall good of the company.

Such is a glimpse of Mr. Dietmar Platz’ prominent hospitality career. The current General Manager of Four Points by Sheraton Palawan, Puerto Princesa did not stop on achieving the prestigious role of an Executive Chef. At 37 years old, working in a hotel that is operated by a prestigious international hospitality group, Marriott International, climbing up the ladder was his natural route. 

While, beginning his hospitality career at a Marriott hotel in his home country, Germany, helped plot his growth at Marriott hotels in Austria, Turkey, Asia and the Middle East, it was GM Dietmar’s adaptability and unquenchable thirst to learn, evolve and create an effective teamwork with his colleagues that delivered him further to becoming Director of Food & Beverage, to Director of Operations and to his current role of General Manager. 

Given his long held leadership roles in various Marriott hotels, we at Discovering Hospitality have invited GM Dietmar to share his insights and advice on his successful career, his leadership skills and on being the General Manager of Four Points by Sheraton Palawan, Puerto Princesa, for the benefit of our readers.

Below is the transcript of our insightful interview with GM Dietmar Platz:

1. What has inspired you to become a hotelier?

My inspiration really comes from the joy of creating meaningful and memorable experiences for people. Hospitality allows me to combine service excellence with cultural connection, and the idea that I can make someone’s day better has always been my driving force.

2. Given your long years in hospitality, could you share the outstanding moments that most define your journey to becoming General Manager?

There are a few moments that truly shaped my journey. One, was leading a full property renovation while keeping our Guest Satisfaction high, was an experience that taught me 

resilience, strategic focus, and the importance of staying calm under pressure. 

Another defining moment came earlier in my career in Germany, where I began with a three-year apprenticeship program. I chose the chef path, worked in a small restaurant after graduation, and later applied to a 60-room hotel in Frankfurt. That experience grounded me and strengthened my foundation in discipline, teamwork, and genuine hospitality.

My journey to becoming a General Manager is truly the Marriott way. From Executive 

Chef to General Manager, we follow a structured path supported by comprehensive 

training and mentorship programs that guide and prepare us for leadership. And of course, successfully hosting large-scale events has shown me the incredible 

power of a united and driven team, as one of the greatest strengths in the hospitality 

industry.

3. What is the leadership philosophy that has helped you overcome challenges in your career?

I believe in servant leadership, putting the team first, listening genuinely, and empowering people to take ownership. This reflects our commitment to Put People 

First, because when we prioritize our associates, we build trust, collaboration, and 

respect. 

By guiding the team to take initiative and continuously improve, we naturally 

Pursue Excellence together. Encouraging them to think creatively and adapt turns 

challenges into opportunities, embodying our drive to Embrace Change. Leading with honesty, fairness, and consistency ensures We Act with Integrity in everything we do. 

And as we grow as one team, our collective strength enables us to Serve Our World by 

creating meaningful experiences for our guests, our community, and one another.

4. How has your management style evolved since you first started in the industry?

When I started, I was very hands-on with everything. Over time, I realized the value of trusting your team, delegating responsibilities, and coaching others to lead. Today, my style is collaborative and focused on developing future leaders.

5. What’s the most impactful guest feedback you’ve ever received, and how did it shape your operations?

A guest once expressed deep gratitude because our team supported them during a personal emergency. That experience reminded me how powerful empathy can be in the work we do each day. It also inspired us to develop more personalized care protocols,so every guest feels truly looked after. Any guest or associate feedback is essential, because it guides us, helps us improve, and strengthens the way we serve both our guests and our team.

6. What’s your approach to building a motivated and empowered team?

Recognition and trust play a big role. I keep communication open and transparent, celebrate even the small wins, and ensure everyone has opportunities for training, growth, and mentorship. This approach begins with hiring and selecting the right team-people who embody our values and have the potential to grow. 

From there, we focus on developing future leaders and nurturing young talent, giving them the guidance and tools they need to succeed. It aligns perfectly with our culture of BEGIN, BELONG, BECOME: we help associates BEGIN their journey with strong support, ensure they BELONG to a team where they feel valued and trusted, and empower them to BECOME the best version of themselves as they advance in their careers.

7. How do you nurture young talent and help them grow into future leaders of hospitality?

I give them real responsibilities early. Having ownership builds their confidence, sharpens their decision-making, and helps them grow into leaders faster.

8. How is technology changing the way you approach service, personalization, 

and efficiency?

Hospitality is all about genuine guest interaction, and technology enhances this by helping us understand and analyze guest needs more effectively. It allows us to gather 

meaningful data, streamline daily operations through automation, and personalize 

experiences through digital platforms all while keeping the human connection at the 

heart of what we do. 

Technology supports us, but it never replaces the warmth, empathy, and real engagement that define true hospitality.

9. What’s one leadership lesson you wish every aspiring hotel manager would learn early?

Adaptability is essential in hospitality. This industry changes quickly, and being flexible, open to new ideas, and staying grounded in your values is key to long-term success. It also means embracing a mindset of continuous learning because great leadership requires us to keep growing, improving, and working on ourselves so we can better guide and support our teams.

10. What are the biggest challenges hotel leaders face today and how do you 

navigate them?

Finding the right talent and opening clear paths for their growth is essential to sustaining a strong team. I address these challenges by building a workplace culture where people feel valued, supported, and inspired to stay and grow. And ensuring we go above and beyond.

11. How has guest behavior changed since the pandemic, and what long-term shifts do you foresee?

Guests now place greater importance on safety, flexibility, and sustainability. Coming from the pandemic period when guests shortened their bookings just 8–9 months ago, these expectations have become long-term standards. I believe contactless services and eco-friendly practices will continue to shape the future of hospitality. 

At Four Points by Sheraton Palawan, our open spaces allow guests to reconnect with nature, which 

supports both wellness and sustainability. These features not only enhance the guest 

experience but also reflect our commitment to eco-friendly operations and responsible travel.

12. How does your property contribute to sustainability and the surrounding 

Community?

We focus on energy-saving initiatives, reducing plastic use, and partnering with local suppliers. We also engage in community outreach supporting programs on education, 

wellness, and livelihood so our impact goes beyond the hotel.

13. What motivates you to come to work every day after so many years in the 

Industry?

It’s the opportunity to inspire my team and create exceptional experiences for our guests. Every day gives me a chance to make a positive difference. This purpose aligns deeply with Marriott Serve 360, which encourages us to do good in every direction supporting our people, uplifting our communities, protecting the environment, and 

delivering service that goes beyond expectations. In everything we do, we strive to create an impact that is meaningful, responsible, and genuinely felt by our guests and associates.

14. Is there a quote you live by as a hospitality professional?

“Hospitality is making people feel at home even when they’re far from it.” It reminds me that genuine care is at the heart of what we do. 

15. What advice would you give to aspiring leaders in hospitality?

Stay curious, be resilient, and lead with empathy. Hospitality is always about people, your guests and your team.

Whilst providing genuine care as the fundamental purpose of GM Dietmar in his role, then as with the Law of Cause and Effect, which states, “What you sow, so shall you reap”, it is thus no wonder that our esteemed leader is and has long been provided with genuine care by his main employers, as the General Manager of Four Points by Sheraton Palawan, Puerto Princesa.